- challenges and opportunities 9Impact for FIDIC /
FIDIC as the global representative body for the consultancy and engineering sector has an important role to play in not only supporting its member associations but also in creating a better environment through its advocacy, events and best practice guides. As we move from the current Strategic Plan to this new plan, it is fair to say that 2020 has been a year which has presented its challenges with the Covid-19 crisis, but whilst it has tested the resilience of FIDIC and its operations it has also shown how improvements in 2019-20 were essential for operations to continue. Continuing to digitise FIDIC’s operations and products going forward will therefore remain important. This digitisation not only ensures that FIDIC can operate more efficiently providing improved services for its member associations, but it also improves specific services such as the updates to the adjudicators’ and trainers’ profiles. This demonstrates how technology can improve output whilst freeing up resource to better serve members and the industry elsewhere. FIDIC in this Strategic Plan needs to continue to evolve its business practices, governance and communication to bolster and provide support for its various committees, contracts, products and services. These products and services not only provide FIDIC with its revenue and expertise, but are also of vital importance in maintaining FIDICs standing in the industry and ensuring it continues to promote quality, integrity and sustainability. Each Strategic Plan FIDIC produces provides an opportunity for FIDIC to continue to evolve and improve. This Strategic Plan is no different and to ensure its level of ambition was correct, FIDIC ran one of the most significant consultations it has ever undertaken. The scale of the challenges we face should not be underestimated, but neither should the opportunities.
Examples of challenges where there are opportunities to improve • Influence and implement change, is important and so FIDIC needs to bolster and ensure a consistent message to all stakeholders • Create products and services for member associations to innovate and engage with their members and the wider sector and promote FIDIC • Digitise and improve its services, especially in the area of training and skills. • Increase awareness and use of FIDIC contracts • Create a focal point for stakeholders to engage not only with FIDIC but with its members and wider industry • Explore new revenue streams to support FIDIC’s activities • Continue to improve the user experience of its products and services • Improve the retention of knowledge and staff within the secretariat • The quality of governance has improved in this Strategic Plan and this needs to continue going forward • Make its activities more transparent to member associations and their firms • Improve the use and minimise the misuse of the FIDIC brand to ensure the integrity of the brand
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